Abstract
Drawing from upper echelon theory, this study examines Chief Human Resource Officer (CHRO) level of cultural intelligence as a predictor of the establishment of discretionary diversity management practices during their tenure. Cultural intelligence in this case represents a psychological and cognitive individual difference that we contend combines with functional expertise to bolster attention to diversity management. CHRO transformational leadership behaviors are modeled as an intervening process, conceived as the lateral and upward influence enacted by CHROs to impact structural-level change. This novel perspective stems from phenomenological insights and an early perspective of transformational leadership behaviors that has received little attention. We test our arguments with primary and secondary data collected from a sample of 193 CHROs and their respective institutions. Findings shed light on a largely unexplored functional role among top management ranks. We delineate contributions for research and consider the practical relevance for organizations at a time of heightened attention to diversity issues.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
